[PDF - ENG] Six Sigma And Lean Thinking
认知6sigma(六西格玛)

精益 速度
低成本
六西格玛 质量
精益 六西格玛 = 多 快 好 省 !
精益广合与您成功共享
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质量发展历史
什么是质量?
Six Sigma 1990
全面质量管理 TQM 统计 SPC 1960 检验员 1937 工长 操作者 1900 精益广合与您成功共享 1918 1980
质量:一组固有特性满足要求的程度 (ISO9000:2000) 质量的广义性:指产品、过程、体系的质量; 质量的时间性:随时间而变化; 质量的相对性:随需求而变化
T
精益广合与您成功共享
减少变差的重要性
• 为了提高流程的绩效, 你必须减少变差.
σ水平反映一个企业甚至国家的综合管理能力
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精益广合与您成功共享
如何衡量流程的波动?
流程结果
1 建立对流程的基本纪录
d3 d1 d2 d4
平均值
d5
2 测量流程结果相对于设计值
的离散程度
3
计算一个综合的统计值来表达流程的离散程度;标准偏差:
σ =
2 2 d12 + d 2 + ... + d n n
精益广合与您成功共享
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开场
• 期望:您对培训的期望是什么 • Ice Breaking • 规则: 请把您的手机置于会议状态 非常鼓励您的参与! 请大胆提出您的问题!
精益广合与您成功共享
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GB Training Outline
Day 1-DM DEFINE • • • • • Lean SixSigma Overview Define phase Overview Process mapping/VSM Basic statistics SPC Day2-DM MEASURE • Measurement phase Overview • Capability analysis • MSA – Continuous GR&R • MSA – Attribute Kappa • Q&A
LSS精益六西格玛(的成功实施、失败原因与案例分析(Lean Six Sigma,简写为LSS)

精益六西格玛精益六西格玛((Lean Six Sigma,简写为LSS)目录[隐藏]∙ 1 什么是精益六西格玛o 1.1 精益生产o 1.2 六西格玛管理∙ 2 精益六西格玛基本支持要素[1]∙ 3 精益六西格玛驱动要素的构建[1]∙ 4 精益六西格玛方法、技术层面的实施[1]∙ 5 精益六西格玛系统层面的整合[1]∙ 6 精益六西格玛文化层面的形成[1]∙7 精益六西格玛管理的改善方向与目标∙8 精益六西格玛的必要性和可行性∙9 精益六西格玛的实施∙10 实施精益六西格玛失败的原因[2]∙11 精益六西格玛在物流中的应用[3]∙12 精益六西格玛案例分析[4]o12.1 精益六西格玛在GE的应用o12.2 GE推行精益六西格玛的启示∙13 参考文献[编辑]什么是精益六西格玛精益六西格玛是一种集成了两种非常重要又相互补充的改进技术的综合方法论.精益六西格玛同时关注消除浪费和降低变异。
精益六西格玛是精益生产与六西格玛管理的结合,其本质是消除浪费。
精益六西格玛管理的目的是通过整合精益生产与六西格玛管理,吸收两种生产模式的优点,弥补单个生产模式的不足,达到更佳的管理效果。
精益六西格玛不是精益生产和六西格玛的简单相加,而是二者的互相补充、有机结合。
按照所能解决问题的范围,精益六西格玛包括了精益生产和六西格玛管理。
根据精益六西格玛解决具体问题的复杂程度和所用工具,我们把精益六西格玛活动分为精益改善活动和精益六西格玛项目活动,其中精益改善活动全部采用精益生产的理论和方法,它解决的问题主要是简单的问题。
精益六西格玛项目活动主要针对复杂问题,需要把精益生产和六西格玛的哲理、方法和工具结合起来。
传统六西格玛项目主要解决与变异有关的复杂问题,例如控制一个过程的产品一次通过率;而精益六西格玛项目解决的问题不仅包括传统六西格玛所要解决的问题,而且要解决那些与变异、效率等都有关的“综合性”复杂问题,例如不但要控制一个过程的产品一次通过率,还要优化整个生产流程,简化某些动作,缩短生产提前期,而且简化这些动作和过程变异的控制有直接联系。
六西格玛管理培训资料(英文版)(pdf 72页)

2 3 4 5 6
Process Capability
308,537 66,807 6,210 233 3.4
Defects per Million Opportunities
What Does 6 Sigma Mean In Daily Life ?
• Goh, T.N., The role of statistical design of experiments in Six Sigma: perspectives of a practitioner, Quality Engineering, 14, 2001
Outline
• The literal “Six Sigma” • Six Sigma for performance calibration • Six Sigma as framework for quality • Six Sigma professionals • Six Sigma applications • Potential and limitations of Six Sigma
• Usually there will be a target CTQ value and specification limit(s) for actual CTQ values
3 Sigma Process
66 807 ppm
6 Sigma Process
0.002 ppm
6 Sigma Process
• Measure of dispersion, variation, or spread
• 6 s is the spread about the mean µ that includes 99.73% of a normal population
6 Sigma学习(中英文版)

MeasureAnalyzeControlImprove Lean Six SigmaLean Six Sigma 简介及课程预览◆简介◆Six Sigma的历史◆Six Sigma的深入了解◆Lean的历史◆Lean的深入了解◆Black Belt 的职责MeasureAnalyzeControlImprove Lean Six SigmaIntroductions and Lean Six Sigma Course Overview ◆Introductions◆History of Six Sigma◆High-Level Overview of Six Sigma ◆History of Lean◆High-Level Overview of Lean◆Black Belt Roles过程改善流程分析控制改进定义•确定问题•列出客户•从顾客之声中列出关建需求•确定项目重点和关键指标•完成PDF测量•绘制业务流程图•绘制价值流•计划并收集数据•测量系统分析与控制•收集数据•决定过程能力分析•提出关键因子•关键因子优先次序•验证关键因子•评估每个关键因子对结果的影响•量化机会•根本原因排序•针对关键因子找出根本原因改善•关键因子确认•发掘潜在的解决方法•选择对策•优化对策•对策试行控制•过程变化和控制•制定控制计划•计算最后财务影响•过程测量•把项目移交给未来管理者•项目确定•转化机会测量定义•项目编号工具•项目定义表•净现值分析•内部回报率分析•折算现金流分析•PIP 管理过程•RACI •Quad 表•过程图•价值分析•脑力风暴•名次归类法•柏拉图•因果图/鱼骨图•FMEA •查检表•运行图•控制图•量具R&R•C p & C pk•供应链加速器分析•多变动图•盒状图•交互作用图•回归分析•ANOVA •C&E 矩阵图•FMEA•脑力风暴•拉系统•减少设置时间•TPM •流程图•企业标杆管理•亲和图•DOE •假设检验•力场分析图•树状图•甘特图•查检表•运行图•柱状图•散布图•控制图•柏拉图•交叉回顾•Poka-YokeImprovement Process Road MapAnalyzeControlImproveDefine•Identify Problem•Develop List of Customers •Develop List of CTQ‟s from Voice of the Customer•Finalize Project Focus and Key Metrics •Complete PDFMeasure•Map Business Process •Map Value Stream •Develop Data Collection Plan•Conduct Measurement System Analysis •Collect Data•Conduct Process Capability AnalysisAnalyze•Propose Critical X‟s •Prioritize Critical X‟s •Verify Critical X‟s•Estimate the Impact of Each X on Y•Quantify the Opportunity •Prioritize Root Causes •Conduct Root Cause Analysis on Critical X‟sImprove•Critical X‟s Confirmed •Develop Potential Solutions•Select Solution •Optimize Solution •Pilot SolutionControl•Implement Process Changes and Controls •Write Control Plan•Calculate Final Financial/•Process Metrics•Transition Project to Future Owners •Identify Project•Translation OpportunitiesMeasureDefine•Project ID Tools•Project Definition Form •Net Present Value Analysis•Internal Rate of Return Analysis•Discounted Cash Flow Analysis•PIP Management Process •RACI•Quad Charts•Process Mapping •Value Analysis •Brainstorming•Multi-Voting Techniques •Pareto Charts•C&E/Fishbone Diagrams •FMEA•Check Sheets •Run Charts •Control Charts •Gage R&R•C p & C pk•SupplyChainAccelerator Analysis •Multi-Vari •Box Plots•Interaction Plots •Regression •ANOVA•C&E Matrices •FMEA•Brainstorming •Pull Systems •Setup Reduction •TPM•Process Flow •Benchmarking •Affinity •DOE•Hypothesis Testing •Force Field •Tree Diagrams Gantt Charts•Check Sheets •Run Charts •Histograms•Scatter Diagrams •Control Charts •Pareto Charts•Interactive Reviews •Poka-YokeMeasure 课程目的◆介绍讲师◆介绍学员◆确认培训资料和软件◆了解一个成熟的学习环境是什么样的◆确定个人的统计知识的基础水平◆开始逐步让大家了解Six Sigma 和Lean 的改善过程◆介绍Six Sigma 和Lean的历史◆了解成为一个Black Belt的好处Measure Learning Objectives◆Introduce Instructors◆Introduce Students◆Verify Training Materials and Software◆Understand an Adult Learning Environment◆Establish Baseline of Statistical Knowledge◆Begin to Develop an Understanding of the Six Sigma andLean Improvement Processes◆Introduce the History of Six Sigma and Lean◆Understand the Benefits of Becoming a Black BeltMeasure 个人学习意义◆深入地了解Six Sigma 过程◆深入地了解Lean 过程◆更好地了解Black Belt 的职责任务◆了解为什么Six Sigma 如此重要Measure What’s in It for Me?◆Gain a High-Level View of the Six Sigma Process◆Gain a High-Level View of the Lean Process◆Better Understanding of the Black Belt Roles andResponsibilities◆Understand Why Six Sigma Is ImportantMeasure 讲师简介讲师向全班作自我介绍Measure Instructor IntroductionsInstructors introduce themselves to the classMeasure 学员简介◆姓名◆公司/部门/单位/所处地区◆工作经历◆爱好/兴趣◆培训项目的问题简介◆对课程的期望(让我们将这些记在大张的贴纸上)◆请将您的简介限制在90秒内Measure Student Introductions◆Name◆Company/division/unit/location◆Years experience◆Hobby/interest◆Project problem statement◆Expectations (let‟s capture these on flipcharts)◆Please limit your introduction to less than 90 secondsMeasure 讲师对课程的期望◆讲师期望你:⏹准备好一个培训项目和项目定义表(PDF)⏹积极地参与课程⏹遵守行动规则⏹作好课前准备Measure Instructors’ Expectations◆Instructors‟ expectations are that you will:⏹Have a project and project definition form (PDF)⏹Actively participate in class⏹Follow the Code of Conduct⏹Come to class preparedMeasure 培训必备◆列表:⏹笔记本电脑⏹记录本⏹安装Virtual Coach的软件⏹安装Minitab程序, 以及所有需要的数据文件⏹PowerPoint⏹Word⏹Excel⏹教材⏹姓名牌是否有人都有上述所必须的材料?Measure Software and Training Supplies◆Checklist:⏹Computer⏹Textbooks⏹Virtual Coach⏹Minitab, including all of the electronic documentation⏹PowerPoint⏹Word⏹Excel⏹Binders⏹Name cardsIs anyone missing any of the necessary materials?Measure 课堂形式–行为准则◆需要双向的沟通(讲师和学员)◆如果你有与课题相关的经历或资料, 请与大家分享◆有问题马上问◆课程中将有大量的团队练习–请积极参与◆联想式听讲–我如何在工作中运用这中工具?◆多次休息◆准时开始/结束◆成熟的学习环境◆设立计时员(每日轮流当值)Measure Classroom Logistics -Code of Conduct◆Two-way communication required◆If you have an experience or real data that relates to the topic,please share◆Ask questions as we go◆There will be lots of team activities –please participate fully◆Listen as an ally –How can I use this tool in my situation?◆Frequent breaks◆Start/end on time◆Adult learning environment◆Timekeeper (changes daily)Measure 课堂形式-学习模式◆知识获取⏹捕获关键的概念⏹为测验作准备◆停车场⏹在时间/情形允许下收集一些模糊的概念/问题进行讨论Measure Classroom Logistics -Format◆Takeaways⏹Captures key concepts⏹Prepare topics for the exam◆Parking Lot⏹Captures concepts/issues to be discussed as time/situationpermitsMeasure 为什么我们呆在这里?我们何不, 形成一个团队, 超越我们原先所期望的结果呢?Measure Why Are We Here?How can we, as a group, exceed all of our Expectations?Measure 我们如何学习?陈述5%解读10%媒体演示20%举例30%分组讨论50%实践反馈75%教会别人/立即运用80%保持率时间紧迫内容不能太细覆盖面广且被动学员自己主导相互交流时间充裕教学方法特征Measure How Do We Learn?Presentation5%Reading10%Audio-Visual20%Demonstration30%Discussion Group50%Practice with Feedback 75%Teach Others/Immediate Use80%Retention RateTime PressuredContent FocusedSpray and PrayLearner FocusedInteractiveTime-Consuming Teaching Techniques CharacteristicsMeasure 我们的学习系统◆概念◆细节◆应用–讲师引导◆应用–团队主导◆团队反馈◆团队课后作业分配◆听取课后作业报告(每天课程结束前分配作业)Measure Our Environment◆Concept◆Details◆Application –Instructor-led◆Application –Team-led◆Team teachback◆Team homework assignment◆Homework debrief (for end-of-day assignments)Measure 统计学的基础水平◆作为一个班级我们的水平如何–我们个人的统计知识:⏹1 –我从未用过统计方法⏹3 –偶尔我用到一些数据⏹5 –我经常用到数据⏹7 –我几乎一直在使用数据并且知道怎样进行统计处理⏹9 –我可以教别人我们将把结果贴在墙上Measure Statistical Baseline◆Where are we as a class –our personal knowledge:⏹1 –I have never used statistical methods⏹3 –I use some data occasionally⏹5 –I use data frequently⏹7 –I almost always use data and know what to do with it⏹9 –I should be teaching this stuffWe will flipchart these resultsMeasure 统计学的基础水平◆我们属于哪种类型的组织?⏹1 –依靠经验或直觉(很少或没有数据)⏹3 –参照过去/后视行为(我们过去是怎样作的?)⏹5 –大量的数据(但信息很少)⏹7 –能得到象样的数据(部分能实际运用)⏹9 –所有的决策都在充分理解数据结果的情形下作出我们将把结果贴在墙上Measure Statistical Baseline◆What type of organization do we belong to?⏹1 –Seat of the Pants (Little or no hard data)⏹3 –Rearview Mirror Driving (How did we do?)⏹5 –Lots of Data (Little information)⏹7 –Decent Data Available (Some actually use it)⏹9 –All major decisions made with full understanding of impactWe will flipchart these resultsMeasure 你的任务◆我们须有足够的能力收集和分析数据◆我们须协助我们的组织成功地收集重要数据并转换成具体的信息◆通过运用数据我们可以提升决策, 沟通, 和利用有限的资源的效果◆让我们聆听一下品质的声音(一个实验,6SIGMA的水准是约4个钢珠落入空盘,4SIGMA水准是6210个钢珠落入空盘)Measure Your Mission◆We need to become secure in our abilities to collect andanalyze data◆We need to help our organizations successfully collectimportant data and convert it into usable information◆It is by using data that we increase the effectiveness ofour decisions, communications, and alignment of ourlimited resources◆Let’s listen to the Sound of QualityMeasure 什么时候用到Lean Six Sigma 改善步骤◆当你有一个挑战性的目标需要达成或挑战性的问题需要解决◆当你有一组人员在必要的情形下有能力很巧妙地识别或解决问题◆当你想要找到一个超过你个人能力所及的更具创造性或更完善的对策◆当你想要鼓励解放思想和建设团队精神◆当你想要将在过程中分散的改善行动联合起来时Measure When to Use theLean Six Sigma Process◆You have a challenging goal to reach or issue to solve◆You have a group of people with the necessarybackground to be able to contribute intelligently to identify and/or solving the issue◆You want a more creative and/or robust solution than youcan develop on your own◆You want to encourage the upward flow of ideas and buildteam spirit◆You want group ownership of a course of actionMeasure 什么时候不必使用Lean Six Sigma 改善步骤◆你仅仅想散布一些信息时◆你只是想作一次“进度确认.” 希望用于发表的报告格式, 能完美地将各种信息组合起来◆需要你解决的项目没有一个明确的目标或清楚的问题点◆你已经有了对策和行动计划, 并不关心所有的过程输入因素或确认你的对策是否针对问题发生的根原因而定Measure When NOT to Use theLean Six Sigma Process◆You only want to disseminate information◆You want a “progress check.” The format, however, isideal for organizing information for presentation◆You don‟t have a specific challenge or clear issue to solve◆You already have a solution and course of action, and arenot interested in group input or determining if yoursolution addresses the root causeMeasureLean Six Sigma 浏览AnalyzeImproveControlLean Six SigmaMeasureAnalyzeControlImprove Lean Six Sigma A Lean Six SigmaOverviewMeasure 6 Sigma 的历史◆摩托罗拉公司在80年代首次提出这个概念◆6 Sigma 黑带方法学开始于80年代晚期/90年代早期◆近年来, 其他的许多公司已经拥有了6Sigma体系:⏹GE⏹Allied Signal⏹Bombardier⏹Sony◆在项目中引入统计工具的运用以产生高的投资回报值ROI(Revenue of Invest)◆项目执行人的名字包括象“黑带,”“神枪手,”“改善代理商,” 和“开拓者”等等◆要求每个项目执行人每年完成3-5个项目达到$500,000到$1,000,000 的收益◆从上而下的由高层管理者和冠军支持的推行模式Measure Six Sigma History◆Motorola was the first advocate in the 80‟s◆Six Sigma Black Belt methodology began in late 80‟s/early 90‟s◆More recently, other companies have embraced Six Sigma:⏹GE⏹Allied Signal⏹Bombardier⏹Sony◆Involves use of statistical tools on projects that yield high ROI◆Project implementers names includes “Black Belts,” “Top Guns,” “ChangeAgents,” and “Trailblazers”◆Implementers are expected to deliver annual benefits between $500,000 and$1,000,000 through 3-5 projects per yearMeasure 6 Sigma 的历史◆在GE 缺少6Sigma 培训的任何人都不能得到提升.◆GE 年度报告表明6Sigma 产生了:⏹1997 年$3个亿的收益增长⏹1998 年$7.5个亿的净收益⏹附加的年度报告的例子:⏹CT 扫描仪和x-射线管的寿命增长了10倍⏹特等研磨剂的提升产量相当于在不考虑需求增长的情况下10年的产能增长⏹在有轨车的报废年限内维修时间减少了62%⏹塑料业务增加了3亿英镑的能力–相当于“一个免费的工厂”Measure Six Sigma History◆Nobody at GE gets promoted without Six Sigma training.◆GE annual reports states that Six Sigma delivered:⏹$300 million to its operating income in 1997⏹$750 million to the bottom line in 1998◆Additional annual report examples:⏹10-fold increase in life of CT scanner x-ray tubes⏹Improved yields of super-abrasives –worth a full decade ofincreased capacity despite growing demands⏹62% reduction in turn-around time of railcar leasing repairs⏹Plastics business added 300 million pounds of new capacity –equivalent to “one free plant”Measure 6 Sigma 的历史◆“Sigma” ( ) 是一个希腊字母⏹描述变动性◆Sigma 质量水准⏹显示缺陷发生的频次⏹6 Sigma 的品质水准意味着3.4 PPM 的缺陷率Measure Six Sigma History◆“Sigma” ( ) is a letter in the Greek alphabet⏹Describes variability◆Sigma Quality Level⏹Indicator of how often defects are likely to occur⏹Six Sigma Quality Level is said to equate to 3.4 PPMdefectiveMeasure 什么是6 Sigma?“Sigma” 的术语是一个希腊字母用于描述变动性和作为一个显示失误发生频次的衡量值-6σ -3σ-2σ-1σx +1σ+2σ +3σ+6σLSL 正态分布中心USLSpec Limit Percent Defect. PPM+/-1 sigma68.27317,300+/-2 sigma95.4545,500+/-3 sigma99.732,700+/-4 sigma99.993763+/-5 sigma99.9999430.57-6σ-3σ-2σ-1σx +1σ+2σ+3σ+6σ中心正态分布+/-6 Sigma 边界 1.5 个标准差移动的影响Spec Limit Percent Defect. PPM+/-1 sigma30.23697,700+/-2 sigma69.13308,700+/-3 sigma93.3266,810+/-4 sigma99.37906,210+/-5 sigma99.97670233LSL 正态分布发生偏移USLMeasure What Is Six Sigma?The term “Sigma” is a Greek letter (s) used to describe variability and is an indicator of how likely errors are to occur-6σ -3σ-2σ-1σx +1σ+2σ +3σ+6σLSL Normal Distribution Centered USLSpec Limit Percent Defect. PPM+/-1 sigma68.27317,300+/-2 sigma95.4545,500+/-3 sigma99.732,700+/-4 sigma99.993763+/-5 sigma99.9999430.57-6σ-3σ-2σ-1σx +1σ+2σ+3σ+6σCentered Normal Distribution +/-6 Sigma Limits Effects of 1.5 Standard Deviation ShiftSpec Limit Percent Defect. PPM+/-1 sigma30.23697,700+/-2 sigma69.13308,700+/-3 sigma93.3266,810+/-4 sigma99.37906,210+/-5 sigma99.97670233LSL Normal Distribution Shifted USLMeasure 时刻关注成本下面显示了一个最佳的品质水准点,减少缺陷的节省金额远超过改善质量水准的投入成本成本Sigma 质量水准最佳水平质量水准在成本上的影响Measure Costs Are Always Kept in MindThere is an optimum quality level beyond which the costs of quality improvement exceed the expected cost savings from areduced number of defectsCostSigma Quality LevelOptimumImpact of Quality Level on CostMeasure 6 Sigma的框架◆6 Sigma 改进–调整过程与客户需求达成一致并且通过解决问题优化过程的特性.◆6 Sigma规划–发展新的能力充足的过程/产品.(DFSS-Design For Six Sigma)◆业务流程管理⏹维持改善结果, 并且⏹捕获新的更深入的改善机会Measure Frameworks of Six Sigma◆Six Sigma Improvements–Aligning processes to thecustomer and optimizing process performance by solvingproblems.◆Design for Six Sigma–Develop new processes/productsthat are capable.(DFSS)◆Business Process Management⏹Maintain performance improvement, while⏹Highlighting new opportunities for making furtherimprovements。
万科精益六西格玛((Lean Six Sigma,简写为LSS)

精益六西格玛是一种集成了两种非常重要又相互补充的改进技术的综合方法论.精益六西格玛同时关注消除浪费和降低变异。
精益六西格玛是精益生产与六西格玛管理的结合,其本质是消除浪费。
精益六西格玛管理的目的是通过整合精益生产与六西格玛管理,吸收两种生产模式的优点,弥补单个生产模式的不足,达到更佳的管理效果。
精益六西格玛不是精益生产和六西格玛的简单相加,而是二者的互相补充、有机结合。
按照所能解决问题的范围,精益六西格玛包括了精益生产和六西格玛管理。
根据精益六西格玛解决具体问题的复杂程度和所用工具,我们把精益六西格玛活动分为精益改善活动和精益六西格玛项目活动,其中精益改善活动全部采用精益生产的理论和方法,它解决的问题主要是简单的问题。
精益六西格玛项目活动主要针对复杂问题,需要把精益生产和六西格玛的哲理、方法和工具结合起来。
传统六西格玛项目主要解决与变异有关的复杂问题,例如控制一个过程的产品一次通过率;而精益六西格玛项目解决的问题不仅包括传统六西格玛所要解决的问题,而且要解决那些与变异、效率等都有关的“综合性”复杂问题,例如不但要控制一个过程的产品一次通过率,还要优化整个生产流程,简化某些动作,缩短生产提前期,而且简化这些动作和过程变异的控制有直接联系。
通过实施精益六西格玛,组织流程可以在以下方面获得收益:∙减小业务流程的变异、提高过程的能力和稳定性、提高过程或产品的稳健性;∙减少在制品数量、减少库存、降低成本;∙缩短生产节拍、缩短生产准备时间、准确快速理解和响应顾客需求;∙改善设施布置、减小生产占用空间、有效利用资源;∙提高顾客满意度、提高市场占有率。
精益生产精益生产源于20世纪六、七十年代早期的丰田生产方式,在丰田经过多年不懈的努力取得巨大成功之后,美国研究机构对丰田生产方式进行研究分析之后提炼出了这种生产方式的精髓,那就是精益生产。
精益生产认为任何生产过程中都存在着各种各样的浪费,必须从顾客的角度出发,应用价值流的分析方法,分析并且去除一切不增加价值的流程。
精益生产六西格玛PPT模板

inventory
等待
wait
运输
transport
动作
action
什么是精益生产
PART 01
精益改善工具—— 八大浪费:
价值流图
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线平衡图
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物理流图
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六西格玛思想与精益思想有着许多共通之处,主要表现在如下几个方面:
1.两者都需要高层管理者的支持和授权才能保证成功。
2.两者都不仅用于制造流程,还可以用于非制造流程。
3.两者都属于持续改进的方法。
4.两者都强调降低成本,提高效率,减少浪费。
5.两者都采用团队的方式实施改善。
6.两者都具有显著的财务效果。7.两者都关注顾客的价值和需要。
D
快速改变
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E
看板
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什么是精益生产
PART 01
精益五大原则
站在客户立场思考价值
Thinking about value from the customer's perspective
识别从订单到交付过程一切有价值的活动
精益生产与六西格玛
PART 04
精益生产采用的是拉动式的控制系统,生产计划部门只需要把生产计划下达到最后一道工序,最后一道工序对其上游工序提出所需物料的要求,上游工序根据要求生产,通过这样的拉动一直延续到采购部门。
精益生产的好处就在于真正实现了信息流与物流的结合,而且在整个过程中不会产生多余的中间产品,也不会出现等待、拖延等浪费。因此,精益生产能够真正做到“适时、适量、适物”的生产,节约产品的生产成本,最终产生经济效益。但精益生产是一个复杂的管理系统,它是一种管理思维的集合。
精益生产之6个西格玛
6 Sigma Kaizen 的意義:
• 1)以較低成本(資源)達成目標.
• 2)持續地小步伐改變. • 3)全員參與,小團隊活動. • 4)要有Lean Production的思想及技法.
三大經營領域
• • •
創新 改善 維持
經營層 管理層 作業層
勞動強化與勞動改善
• 勞動強化只是增加作業員的工作 量,並沒有消除作業過程中動作 的浪費. • 勞動改善不是增加工作量,而是 減少作業員的動作浪費.
6. 動作的無馱—作業員動作不佳所產生 的無馱. • 動作三不原則:不插秧,不搖頭,不彎腰. 7. 加工的無馱—生產機器設備加工動作 方面的無馱. • 加工三不原則:不做切削空氣動作,不做 木偶動作,不做立正動作
效率
1. •
• • • • • •
個別效率 1.1 優勢: 在大批量上產前提下, 有利於提高個別員工 生產積極性 1.2 劣勢: a. 庫存增加 b. 配套率低 c. 清尾困難 d. 團隊意識薄弱 e. 出第一雙成品速度慢, 原材料管理混亂 f. 在製品數量多
生產中的七大無馱 (Muda)
4. 搬運的無馱—由於傳統水平機能別佈置生產 線造成的結果. • 搬運合理化的重點:縮短搬運的距離. • 搬運三不原則:不要亂流,不要粗流,不要停留. 5. 等待的無馱—閒視與監視 • 等待三不原則:不要監視機器,不要巡邏救生, 不要袖手旁觀.
生產中的七大無馱 (Muda)
效率的真與假
6 Sigma 五階段(Kaizen 8大 步驟)
Define界定:界定目標顧客,顧客對產品的要求, 並針對性的制定關鍵品質作為改善目標. • (1)主題選定 Measure 衡量:衡量—通過大量資料的收集,確 定過程的缺陷和評量的類型 • (2)目標設定 Analyze பைடு நூலகம்析:分析—確認目前運作水準與目標 的差距,找到根源,決定改善次序.
(最新整理)精益六西格玛简介
Prepare deployment
12 3 4 5 6 A B C
GE
H
78
D F
9 10
G IJ
Implementation schedule
Measure the impact
Risk analysis
Restore to key players
Perpetuate changes
LCS Continuous monitoring
juil-04 août-04 sept-04 oct-04 nov-04 déc-04
Couts reprises et matières sur XAPM
cout reprises: Cout matière
9 000 8 000 7 000 6 000 5 000 4 000 3 000 2 000 1 000
E n vo i o u 関 a c u a t io n
D 閜 la c e m e n t s
A p p ro v is io n n e r
V a le u r a jo u t 閑
P ro p o s it io n
Determine root causes
requirements
2500 2000 1500 1000
VA
NVA
Process
22
O
O
21
O
20
O
O
19
O
O
18
X
O
X
X
17
O
X
16
X
O
15
X
X
14
X
13
X
12
Sixsigma中英对照(共87张PPT)
Brainstorm Potential Root Causes
Effect
Prioritize Causes
FMEA
Pr ocess/Pr oduct Failure Modes andEffects Analysis
(FMEA)
Pro c e s s or Pro d u c t Na m e :
Input Supplier Reqmt. Measures
Quality Cost Time
Outputs Customers Value Measures
Establsh Process Priorities
3. Analyze the Current Process
Identify Key Variables
6 Sigma Awareness Training
Six Sigma ss Program
6了解纲要
WHY ARE YOU HERE?此行目的为何?
2022/9/12
To understand the why and how of Six Sigma so you can help
C u st.
TR ec.
V alue
I ntrin- R ight D i stance T i m e
Q C sic First Time
T otal D istan ce R aw C ycle T ime X F actor 3
Analyze分析 what’s wrong怎么了
5. Identify Root Causes & Proposed Solutions
Select Critical Projects
Quality Pareto Chart
精益六西格玛
精益六西格玛目录[隐蔽]什么是精益六西格玛精益生产六西格玛管理精益六西格玛管理的改良方向与目标精益六西格玛的必需性和可行性精益六西格玛的实行GE实行精益六西格玛的启迪差别精益六西格玛(Lean Six Sigma,简写为LSS)[编写本段]什么是精益六西格玛精益六西格玛是精益生产与六西格玛管理的联合,其实质是除去浪费。
精益六西格玛管理的目的是经过整合精益生产与六西格玛管理,汲取两种生产模式的长处,填补单个生产模式的不足,达到更佳的管理成效。
精益六西格玛不是精益生产和六西格玛的简单相加,而是二者的相互增补、有机联合。
依据所能解决问题的范围,精益六西格玛包含了精益生产和六西格玛管理。
依据精益六西格玛解决详细问题的复杂程度和所用工具,我们把精益六西格玛活动分为精益改良活动和精益六西格玛项目活动,此中精益改良活动所有采纳精益生产的理论和方法,它解决的问题主假如简单的问题。
精益六西格玛项目活动主要针对复杂问题,需要把精益生产和六西格玛的真理、方法和工具联合起来。
传统六西格玛项目主要解决与变异有关的复杂问题,比如控制一个过程的产品一次经过率;而精益六西格玛项目解决的问题不单包含传统六西格玛所要解决的问题,并且要解决那些与变异、效率等都有关的“综合性”复杂问题,比如不只要控制一个过程的产品一次经过率,还要优化整个生产流程,简化某些动作,缩短生产提初期,并且简化这些动作和过程变异的控制有直接联系。
经过实行精益六西格玛,组织流程能够在以下方面获取利润:减小业务流程的变异、提高过程的能力和稳固性、提高过程或产品的稳重性;减少在制品数目、减少库存、降低成本;缩短生产节拍、缩短生产准备时间、正确迅速理解和响应顾客需求;改良设备部署、减小生产占用空间、有效利用资源;提高顾客满意度、提高市场据有率。
[编写本段]精益生产精益生产源于二十世纪六、七十年月初期的丰田生产方式,在丰田经过多年不懈的努力获得巨大成功以后,美国研究机构对丰田生产方式进行研究剖析以后提炼出了这种生产方式的精华,那就是精益生产。
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Symbols
Standard deviation = σ Average = µ Normal distribution = N(µ,σ)
Definitions
Sigma is: The square root of the variance What sigma means is the …
Six Sigma
To accommodate six times the standard deviation value in between the manufacturer’s specification limits
Definitions cont.
The universal formula
µ + k⋅ σ
The k*sigma importance
K 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7 7.5 8 Probability 0.841344746068543 0.933192798731142 0.977249868051821 0.993790334674224 0.998650101968370 0.999767370920966 0.999968328758163 0.999996602326866 0.999999713348346 0.999999981010436 0.999999999013412 0.999999999959840 0.999999999998720 0.999999999999968 0.999999999999999 ARL nonconforming 6.30 14.97 43.96 161.04 740.80 4,298.69 31,574.39 294,319.07 3,488,554.79 52,660,502.10 1,013,594,634.89 24,900,406,809.35 781,332,343,402.24 31,383,969,528,714.30 1,501,199,875,790,170.00
Example cont.
µ=0 σ=1 0.8 USL = 2 0.6 LSL = -2
0.4
0.2
0
4 −4
2
0 x , x , LSL , USL
2
4 4
Example cont.
What can we do to improve the process? Reduce the variance thereby reducing the standard deviation. How? Slow the extrusion rate.
What are constraints? What is efficiency? What is productivity? What is added value? What is cost efficient? What is “lean”? What is thinking?
Vision
Definitions
Green belt Black belt Master black belt
Organizational levels cont.
Green belt Black belt
Organizational levels cont.
Master black belt
Lean Thinking
Introduction
Quote
“Common sense is the least common of senses.” José Duprey
Lessons learned
QUESTIONS?????
Example cont.
µ=2 σ = .5 USL = 2 LSL = -2
0.8
0.6
0.4
0.2
0
4
2 , ,
0 ,
2
4
Example cont.
What can we do to improve the process? Modify something else What? The melting temperature. How? A higher temperature.
Organizational levels
Since Six Sigma is very famous and it is one the fashion statements in the industry, levels have been made to differentiate how much knowledge a person has in six sigma
Example cont.
The answer should look in the end something like this.
0.8
0.6
0.4
0.2
0
4
2
0 x, x, LSL, USL
2
4
Lessons learned
Six Sigma doesห้องสมุดไป่ตู้not have a unique way of solving problems in the industry. It requires experimentation, studies, and good applied Engineering to solve the problems. Six Sigma is a tool that if applied correctly the quality of the product is guaranteed by showing if non-conforming products are going to happen or not.
Ej.
High temperature and high extrusion rate High temperature and low extrusion rate Low temperature and high extrusion rate Low temperature and low extrusion rate Change the type of plastic Among others
Agenda
Six Sigma
Introduction Vision Definitions Quote Lessons learned
SIX SIGMA
Introduction Six Sigma
What is a process? What is Quality Control? What means to say, “ a process’ quality is in control”? What is a normal distribution? What is “Sigma”? What is a manufacturer’s specification limit?
Six Sigma and Lean thinking
Miguel Lopez M&D Consulting Agency
Agenda
Six Sigma
Introduction Symbols Definitions The k*sigma importance Example Organizational levels Lessons learned
0.2
2
0 x, x, a, b, c
2
4
Definition cont.
Specification limit
It is the range of values considered acceptable in the manufacturing of a specific product for a specific characteristic.
n
σ
∑
i=1
( Xi − µ)
n
2
Definitions cont.
Normal distribution 0.8 µ=0 σ=1 0.6 Blue is N(0,1) Red is cummulative 0.4 N(0,1)
Green, brown, and pink is 1, 2, and 3 σ 0 distances respectively 4
Example cont.
µ = -1 σ = 1.5 USL = 2 LSL = -2
0.8 ) 0.6
0.4
0.2
0
4
2
0
2
4
Example cont.
Still wrong. What next? We have to continue trying different combinations
Example
Extrusion of plastic Assume we are interested in a plastic extrusion process. We can control the temperature at which the plastic is melted and the rate of extrusion. The manufacturers limits are µ+/-2mm The actual situation is represented in the next slide.